Organisational Change and Development

1.Define and discuss the importance of organization culture when planning organisational change program? To define very simply, organisational change programs specifically aim to improve the way in which organisations operate in order to be able to withstand inevitable environmental impacts such as technological upheavals, recessions, global competitiveness and unpredictable social trends (Brown 2011). Before considering the delicate relationship between organisational change and organisational culture, it must first be defined. Organisational culture is:

A pattern of shared basic assumptions invented, discovered, or developed by a given group as it learns to cope with its problems of external adaptation and internal integration that have worked well enough to be considered valid and therefore, to be taught to new members as the correct way to perceive, think and feel in relation to those problems (Schein 1992, p. 9).

By taking into consideration the above definitions, the many factors in which why culture is important to identify when planning organisational change programs can be explored. Organisational culture affects:

•How individuals interact with each other within the organisation through the guidance of what they consider to be appropriate work conducts •What individuals in the organisation perceive to be the “right decision” •How efficiently teams, individuals and the organisation deals with everyday work tasks and problems •The attitudes of the organisation’s stakeholders

However overall, these factors potentially affect the means in which an external or internal source can implement change programs, as it can be assumed that organisational culture is an implied constraint to change, even if it were to be beneficial to the company.

An organisation’s ‘personality’ must be taken into account before planning change programs, as this will indicate how the organisation may react and potentially resist to such foreign concepts. An...

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...ASSIGNMENT – 3
ORGANISATIONAL BEHAVIOUR
MGT 5000
STUDENT NAME- VINDHYA DIXIT
STUDENT ID - 599971
Task 1.1:
“Qantas has grown to be Australia's largest domestic and international airline. Founded in the Queensland outback in 1920. Registered originally as the Queensland and Northern Territory Aerial Services Limited (QANTAS), Qantas is widely regarded as the world's leading long distance airline and one of the strongest brands in Australia.”
“Alan Joyce -- Chief Executive Officer --- Alan Joyce was appointed Chief Executive Officer and Managing Director of Qantas in November 2008.He is a Member of the Safety, Health, Environment and Security Committee. Mr Joyce is a Director of a number of controlled and associated entities of the Qantas Group, and a former Director of Jetstar Pacific Airlines”
The power bases of Alan Joyce
Being the CEO, Alan Joyce had the power, authority and also power to influence. He used this to make tough business decisions and implemented the same in the organisation. As seen in the case study here are some of the powers Alan Joyce depicted.
* Legitimate power: It is the right to command. This power has the right to influence the employee. Directors have legitimate power over the C.E.O. In similar manner the CEO has legitimate power over all organisational resources and hierarchy.
Alan Joyce the C.E.O had this legitimate power which he had utilized to make his decision to close the company....

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Change
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Change is inevitable. It is woven into the very fabric of our lives.
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Change has been prevalent since our evolution from primates to homo-sapiens; from the oppressive tyranny of warlords to the establishment of democratic societies; the invention and utilisation of electricity; and the creation of machines to advancements in automation.
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These milestones are fuelled by the sole objective of people constantly trying to better their lives.
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These phenomena rightly relate to the organisations of today. Organisations operate in an unpredictable and complex environment. Managers of these organisations need to cultivate management styles and cultures that will ensure sustainability and develop the ability of their organisations to adapt and cope with the challenges and opportunities they (organisations) will face.
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Developing Organisations, Managing Change
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...foundations of Organization Development? What are the stages of OD as suggested by Kurt Lewin and subsequently modified by Lippitt, Watson &Westley?
ANSWER:
1) FOUNDATION OF OD
(a) The field of OD rests on a foundation of values and assumptions about people and organizations. These beliefs help to define what OD is and guide its implementation.
(b) Values have always been an integral part of OD package. OD values and assumption developed from research and theory, by behavioral scientist and from the experiences and observations of practicing managers. OD values tend to be humanistic, optimistic and democratic.
(d) The knowledge base of OD is extensive and is constantly being upgraded. The most important concept on which OD is constructed is as follows:
i) Model & theories of planned change : Organization development
is directed at bringing about planned change to increase an organization's effectiveness, generally initiated and implemented by managers, often with the help of an OD practitioner either from inside or outside of the organization. Organizations can use planned change to solve problems, to learn from experience, to reframe shared perceptions, to adapt to external environmental changes, to improve performance, and to influence future changes. The theories describe the different stages through which planned change may be effected in...

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CHANGE MANAGEMENt
REFERENCES:
Organizational Behavior
-Stephen P.Robbins
Organizational Behavior
-Shashi k. Gupta
Rosy Joshi
www.google.com
www.wikipedia.com
CHANGE MANAGEMENT
=>what is organizational change?
>What Is the Meaning of Organizational Change?
Organizational change is about reviewing and modifying management structures and business processes. Small businesses must adapt to survive against bigger competitors and grow. However, success should not lead to complacency. To stay a step ahead of the competition, companies need to look for ways to do things more efficiently and cost effectively. There is no need to fear change. Instead, small businesses should embrace change as a way to lay the foundations for enduring success.
-Drivers
A company's change drivers include the competitive environment, new technologies, consumer demand, economic conditions and government policy actions. Information technologies have changed how businesses operate and interact with one another. New business models, such as outsourcing and virtual collaboration, would not be possible without high-speed communications and the Internet. Government regulations also force...

...difficult to change? | To understand why there is organisational inertia and why it is difficult to change, it is necessary to first identify them so that they can be individually addressed. This can be done by categorising the inertias identified into ‘socio-technical’, ‘cultural’, ‘political’ and ‘economical’ with the ‘today’ and ‘tomorrow’ scenarios mapped out for each category. (refer to Appendix A for notes on the various type of organisation inertia)When the social and technical factors do not create conditions that are necessary for joint optimisation, it will create resistance to change. Therefore, by identifying the socio-technical inertias, it will allow the change management team to improve/ train the areas/ skillsets that are lacking. Also, as culture is often deeply entrenched, cultural inertia tend to cause people to react defensively and do not see a need to respond to a change in the environment. Thus, a clear communication of the ‘why’ and the expected desired behaviours of the change initiative is necessary for the sceptics.Change inevitably involves winners and losers. Some will gain resources and prestige and others will be lessened and this will result in a tussle of political inertia. Thus, to counter against this, management should encourage buying in to the change initiative with the identified political groups and form coalitions so as to...

...Introduction
For every successful business, change is essential. Changes can be made and come as a form replacement or modification, in order to achieve strategic fit for the business. Living in an age where the change of demands switches from one form to another within an instant, businesses have to well-informed and keep up with the ever-changing market in order to maintain its survival.
In this case study of Courthouse Hotel, detailed analysis will be provided, covering various areas of change, in regards to different driving forces acting on the business, change management, the Carnall’s coping cycle and Kirkpatrick’s change model.
In addition, different ideas and recommendation will be given in regards to management planning and execution. These recommendations are to given to ensure successful implementation in application of the business of Courthouse Hotel.
(130 Words)
Internal and External drivers for change
External drivers faced by Courthouse Hotel include but does not limit to, ‘Globalisation’, ‘Social Trend, and ‘Industry-Level Shifts’. Facing new competitions and threats from well-know national and international chain hotels, it has created a huge impact on the business of Courthouse Hotel. The inability to keep up with the social trend in terms of lifestyle, consumer’s ‘taste’ and demand, will definitely affect any business in the hotel industry....

... low.
-overheads were growing.
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Q2: Do you think That Coke should continue to stay in India? If yes, Why ?
THE COKE should continue to stay in india,
for a number of reasons.
-the country has a large potential.
-the age group of [ 10 - 35] is the largest in the world.
-the per capita income is growing.
-the lifestyle is changing.
-the demand for cola is growing.
-the distribution is growing fast.
-the infrastructure is growing fast.
-the retail sales points are available.
-more schools/ unis are being set up
-the local tourist industry is growing leap /bound.
ALL THESE CHANGES SHOWS THE
DEMAND FOR COLA.
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Q3 : What Cultural Adaptations Would you suggest to the US Expatriate Managers regarding their Management Style?
The us expatriate managers should closely
follow the contemporary management style.
EMPLOYEE REQUIREMENTS
contemporary management
Relevant educational
background and experience
matching task requirements
traditional management
Family relation and caste
memberships of employees have to
be considered
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LEADERSHIP STYLE
contemporary management
Increasingly participative
management style where
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...Organizational Change Management encompasses all activities aimed at helping an organization successfully accept and adopt new technologies and new ways to serve its customers. Effective change management enables the transformation of strategy, processes, technology, and people to enhance performance and ensure continuous improvement in an ever-changing environment. A comprehensive and structured approach to organizational change management is critical to the success of any project that will bring about significant change.
Fig I. Adapted from State of Oklahoma CORE Project Change Management Plan
In any large implementation, the Project Team can expect to experience resistance and reluctance to change. The Organizational Change Management will provide the various stakeholder groups information about the project’s purpose, scope, benefits, timeline and training opportunities as well as how the individual job environment will change due to the implementation of the applications. The messages we will provide via this plan will be customized, based on the specific needs of each group affected by the project.
It is the intent of the project team that this Organizational Change Management effort will lessen the “Production Dip” that is inevitable in any varied and complex project.
2. Objective
• Discuss the Organizational...